Eaton's digital customer experience was spread across 20+ systems, each with its own team, its own experience, and its own flaws. Eight major customer personas had to move between all of them to do business with Eaton, and none of the systems connected to one another.
Customers did not trust the data in Eaton's digital experiences. Order status, a critical part of Eaton's business, was frequently wrong: portals would show an order shipping today when it clearly was not. Contractors and dealers could not plan construction around data they could not rely on.
A competitive analysis that made the rounds internally showed Eaton's digital experience trailing ABB, Hubbell, and GE in usability and modernity. Internal teams were locked in contending over platform direction (Salesforce versus other approaches), with no shared vision for how the experiences should come together.